The entry mode choice process of emerging-market multinational enterprises in other emerging markets: a multiple-case study of Turkish firms in Pakistan

Purpose The study aims to identify the patterns in the entry mode choice process of multinational enterprises (MNEs) of Türkiye as an emerging economy in Pakistan in terms of the motivation to do business, the perceived risks and challenges and the selection criteria. Design/methodology/approach Recognizing the lack of empirical research on entry mode choice of emerging market multinational enterprises (EMNEs) expanding into other emerging markets from the processual perspective, eight Turkish multinational enterprises operating in Pakistan were studied using an inductive approach with a multiple case study methodology. Various data collection methods were used, including company websites, annual reports, observations and in-depth interviews. In-depth interviews were conducted with company executives and international department managers to examine their entry mode choice processes. Findings The results reveal that six firms chose full ownership as their entry mode, while one firm opted for partnerships and another used multiple entry modes, including local partnerships, joint ventures and subcontracting. The findings demonstrate that each firm followed a distinct pattern shaped by its motivations, perceived risks and evaluation criteria. Notably, even firms that selected identical entry modes exhibited significant differences in their decision-making processes. The results revealed three distinct patterns as relational pragmatists, strategic thinkers and market consolidators in the entry mode choice process of Turkish EMNEs in Pakistan. Originality/value The study demonstrates that entry mode choice by EMNEs into other emerging markets are neither purely efficiency-driven nor solely constrained by cultural and institutional conditions; instead, they emerge from hybrid reasoning processes combining relational embeddedness, capability advancement and control imperatives. These findings move beyond conventional models that treat motivations, risks and evaluations as separate determinants, instead revealing their interdependence as a complex and dynamic architecture of decision-making.